By Olivia Perry
Did you know that 50 per cent of workers surveyed in the recent Snapshot of the Australian Workplace survey have experienced one or more serious incidences of conflict? Workplace disputes are far more common than you might realise, but it’s how businesses handle them that makes all the difference.
Recently, we held an exclusive online workshop where we dived into how to manage workplace disputes. Hosted by one of our Workplace Relations Consultants, Olivia Perry, she explained the types of conflicts that can occur in the workplace, shared real-life examples of disputes gone wrong, and how you can avoid making the same mistakes.
If you didn’t make the webinar or if you need more information about how you can better manage conflict in the workplace, here we’ve provided a summary of six key topics employers must remember.
1. What are workplace disputes and how should you manage them?
There are many types of grievances that can arise in a workplace ranging from minor interpersonal disputes to serious allegations of bullying or harassment. And this means there’s no one-size-fits-all approach when it comes to resolving them. Rather, they should be dealt with on a case-by-case basis – whether it’s a bullying and harassment claim or workplace gossip, no two conflicts are the same.
The key to resolving workplace disputes involves having water-tight grievance management policies in place and ensuring that managers and HR personnel are well-trained and well-equipped to handle any complaints or issues that may pop up from time to time.
2. How can you avoid making mistakes?
Workplace conflict increases stress, reduces employee confidence and motivation, and leads to more absenteeism and higher rates of employee turnover. Avoiding mistakes that result in these effects is crucial because as a business you want to retain your talent, create a positive working environment, and meet your targets.
One of the biggest mistakes a company can make is not following proper procedures and processes when investigating a grievance or dispute. When formally investigating a matter employers need to ensure they’re offering reasonable notice before meetings and a support person to the employee when relevant.
3. Well-being check-ins
This allows both the employer and employee to take stock of the situation by discussing it without any pressure. It’s also an opportunity to create a safe space for the employee to explain their point of view and give insights into and process the issue. Regardless of whether it’s an informal or formal meeting, it’s better to have this check-in via a phone call or face-to-face rather than words in an email or instant message.
4. Managing disputes
Understanding the nature of the conflict and encouraging the concerned employees to find a resolution themselves is the first step to managing a dispute. The next steps include listening to both parties using neutral language and setting to help unearth the cause of tension. This may be managed using mediation between both employees, however, it’s important to note that this may not be the best course of action for every situation. Sometimes, a more formal approach might be necessary given the complexity and nature of the dispute.
5. Resignation in the heat of the moment
An employee who resigns in the heat of the moment, when angry or upset, may not have made a rational decision to terminate their employment and may regret it. In this situation, an employer should consider allowing the employee to retract their resignation after they’ve had the time to calm down and assess the decision they’ve made – if you don’t, you may be at risk of an unfair dismissal claim.
6. Managing workplace expectations and reasonable workplace management action
If an employee isn’t meeting the standards of their role, or they aren’t following reasonable business instructions a performance plan is recommended. A formal performance improvement plan can be effectively implemented and can include a buddy system where the employee works with another team member or internal training to assist with performance improvement.
Workplace expectations should be made clear from the first day an employee begins with a company. These expectations can be communicated through important documents such as detailed position descriptions, employee handbooks and a code of conduct. In addition to outlining the standards expected of company staff, they also allow for an easy flow to a performance improvement plan as it can be structured from existing expectations.
If any of the information in this article has raised questions about disputes, conflicts, or disagreements for you or if you’ve got another workplace matter you need advice on, please reach out to our experts via our 24/7 Telephone Advisory Service.
Not an HR Assured client? If you’d like more information about the benefits of becoming an HR Assured client, contact us today for an informal chat.
To help you with any workplace compliance questions you might have, we’d like to offer you a FREE HR Health Check for your business. Our experts will complete a thorough evaluation of your HR that’ll help uncover any hidden risks before they become problems.
Olivia Perry is a qualified Workplace Relations Consultant at FCB Workplace Law (our sister company) and HR Assured. She regularly provides advice to a large range of clients about workplace laws and the management of complex workplace matters.